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Federal Authority for Government Human Resources
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Table of Content
Introduction 3
I- General Framework
1- Principles
2- Scope
3- Objectives
4- EPMS Foundation
5- Definitions
4
4
4
5
5,6, &7
8&9
II- Key roles and responsibilities
1- Federal Authority for Human Resources (FAHR)
2- UAE Federal Government Ministers
3- UAE Federal Government Undersecretaries and Director
Generals
4- UAE Federal Government Human Resource Departments
5- Line Managers
6 – Employees
10
10
10
10 &11
11
11&12
12
III- Employee Performance Management Framework Cycle
1- EPMS framework
1.1 Performance Planning
1.2 Interim Review
1.3 Annual Performance Review
EPMS Cycle Diagram
Phase 1: Performance Planning
A- Objective projection
B- Preparing the Annual Performance Form
1- Objectives setting
2- Objectives weighting
3- Behavioural competency profile
Phase 2: Interim Review
Phase 3: Annual Performance Review
A- Review Processes
1- The Annual Performance Review of Objectives 2- The Annual Performance Review of Competencies
B- Performance rating
13
13
13
13
14
14
15
15
15
15
16
17
17
18
18
18
20&21
21&22
IV- Moderation, Grievance and Appeal Processes
1- Moderation Process
2- Grievance and Appeal
23
23
24
V-Performance related pay/ Annual Increment and Training &
Development Policies
1- Performance Related Pay: Increments and Promotions
2- Non-financial recognition
3- Annual Rewards
4- Individual development plans
25
25,26&27
27
27
27
VI- Managing Underperformance and General Statements
1-Managing Underperformance
2- General Statements
28
28
29&30
The EPMS Appendix 31
Appendix B: The Overall Performance Rating Calculations 32&33
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Introduction
The Federal Authority for Government Human Resources (FAHR) undertook the
responsibility of preparing this Employee Performance Management System (EPMS) based
on the modern managerial concepts in accordance with the UAE Federal Decree(11, 2008) of
the UAE Federal Government Human Resources law rules and its Executive List which underlined
the importance of putting in place a Performance Management System for the human
resources of the UAE federal government and its beneficial aspects for both the government
and the employees.
The Performance Management is the resulting outcome that the government seeks to achieve
through driving its employees to comply with the objectives and methods in place. However,
the performance itself is not the main objective but rather the mean through which a goal can
be reached, which is the desired “result” or outcome. From this point of view, the
performance is considered as the practical application of all the planning phases set by the
federal entity. In light of this fact, and in accordance with the previously mentioned federal
law, this UAE Federal Government EPMS is designed to accomplish the following:
- Set the performance standards and evaluation criteria for the federal employee’s
annual evaluation process.
- Determine the performance level that entitles the UAE federal employees for the
annual increments.
- Define the required performance level that entitles the UAE federal employees for
promotions.
- Set the grievance and appeal process and procedures for unsatisfactory annual
performance results.
The Federal Authority for Government Human Resources undertook this responsibility in
accordance with the federal law which requires that FAHR studies and proposes policies and
legislations related to the UAE government Human Resources with the main objective of
crafting an employee performance management system that would form a basic reference for
all ministries and federal entities enabling them to efficiently manage the performance of their
employees.
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I- General Framework
1- Principles
The UAE Federal Government EPMS is based on the following principles:
- Strategic alignment: Fostering a performance-oriented culture where individual
employee’s work is cascaded and aligned with the strategic direction of the UAE
Federal Government in general and their Federal Government entity in particular.
- Management by Objectives: Engaging the employee in planning and setting the
objectives which increases his job satisfaction, productivity and commitment, and
promotes his feeling that his work is recognized and valued.
- Continuous feedback: Encouraging fair, accurate and proactive feedback from line
managers in order to develop and enhance the performance of their employees.
- Integration: Establishing a clear connection between on-the-job performance and
incentives such as annual increase, promotions and training and development
opportunities, as the UAE federal entities’ Performance effectiveness measurement is
based on achieving its objectives.
- Fairness and credibility: Provide a consistent, fair and credible employee
performance management system, through setting clear standards, policies and
procedures that are in line with UAE Federal Government laws and legislation.
2- Scope
This policy applies to all ministries and entities of the UAE Federal Government across all
grades and types of employment contracts (including full time and part time employees), with
the exception of members of the judiciary sector and servicing job categories, given that their
specific Performance Management systems are aligned with the general principles and
framework of this EPMS.
The implementation of this system would be according to the following timeframe in Table 1:
Priorities Year 1 Year 2
Setting Key Performance
Objectives / KPIs
Cascade Objectives to
all grades in
accordance with this
EPMS
Cascade Objectives to all
grades in accordance
with this EPMS
Setting competencies based
on Federal competencies
framework
Applicable Applicable
Weighting objectives Optional Applicable
Performance related bonus
/ increments TBD TBD
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3- Objectives
Through this Employee performance management System, the UAE Federal Government
seeks to:
- Establish a scientific approach to link performance with reward achievements and
outstanding results.
- Improve and increase UAE Federal Government employees’ productivity through an
annual performance appraisal aligned with the UAE Federal Government objectives
- Reconcile and cascade UAE Federal Government entities’ strategic objectives to
individual levels.
- Encourage and enhance individual achievements and teamwork spirit.
- Develop and encourage a culture of continuous learning and professional development
opportunities.
- Allow UAE Federal Government entities to identify and recognize high performers
and potentials that can lead to the governmental excellence.
- Set clear foundation for measurement of real contribution to the achievement of UAE
Federal Government entity strategic objectives.
4- EPMS Foundation
The purpose of the EPMS structure is to ensure focus on the achievement of the UAE Federal
Government corporate objectives. The UAE Federal Government EPMS structure consists of
two main parts:
1) Objectives: represent WHAT is expected from the employee to achieve during the
year. They will help the employees ensure that they are effectively focusing on the crucial
areas of their work. All of the employees’ objectives will be linked to their entities’
corporate objectives or the Divisions and Departments operational requirements.
2) Competencies: look at the manner or the tools in HOW an employee achieves his/her
objectives. The Behavioral Competency Framework structure consists of two distinct
competency clusters (3 Leadership and 6 Core competencies) that are developed
according to the UAE Federal Government strategic priorities, values and code of ethics
and professional conduct, as shown in the table below:
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Table 2: Leadership and Core Competencies
The ability to create and articulate a clear vision for the
future and link strategic objectives to work priorities.
This includes taking a long-term view of the federal
entity’s priorities, building and communicating a shared
vision with others, generating an excitement towards this
vision and inspiring others to achieve the federal entity’s
strategic goals.
Strategic Thinking
Lea
der
ship
Com
pet
enci
es
The ability to engage and empower individuals and
teams and endow them with the necessary authority to
accomplish their duties. This includes coaching,
supporting, and developing people and providing a work
environment that encourages them to reach the highest
individual performance levels, and preparing future
leaders to ensure the federal entity’s sustainable growth
Empowerment &
Talent management
(People Management)
The ability to motivate individuals and groups toward
the need for change. This includes constructively
challenging the way things are done and leading change
initiatives in a manner that is consistent with the vision
and the strategic objectives of the federal entity.
Driving Change
The ability to listen, explain, persuade and influence
others by expressing thoughts and views concisely,
effectively and appropriately in a range of different
settings. It includes the ability to express and convey
ideas and information, both orally and in writing, in a
way that brings a common understanding among the
target audience.
Communication/
Interpersonal skills
Core
Co
mp
eten
cies
The ability to work cooperatively and effectively with
others to achieve common goals. This includes building
and maintaining positive relationships both within and
outside the work unit, regardless of the cultural
background, while respecting the differences in points of
view.
Teamwork
The ability to set and accomplish challenging strategic
goals, maintain focus, effectiveness and excellence in
achieving results that are consistent with the entity’s
objectives. This includes the ability to deal with work
challenges and obstacles and recover from setbacks,
utilising the level of support available.
Results Orientation
The ability to leverage the federal entity’s resources
effectively and work towards standards of excellence in
achieving organisational goals and strategies. This
Efficient Resource
Management
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includes encouraging collaboration and motivating
employees to perform according to the required
excellence standards.
The ability to actively accept the responsibility for their
job obligations, own decisions, and actions and
effectively solve the problems. It also includes
encouraging the direct reports to achieve the goals with
integrity and be answerable for the resulting
consequences.
Accountability
The ability to display concern for meeting internal and
external customers’ needs in a professional and
courteous manner. This includes the willingness to give
priority to customers and deliver high quality services
that meet their needs within the available resources.
Customer Focus
FAHR issued the detailed Behavioural Competency Framework is the reference that helps
identifying the behavioural competencies and proficiency levels determined for each
competency and grade.
Graph 1: EPMS Foundation
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5- Definitions
In the implementation of the EPMS, unless the context requires a different interpretation, the
terms used have the following definitions:
- UAE State: United Arab Emirates State
- The Government: UAE Government
- The Cabinet: UAE Cabinet
- Ministry: Any UAE Ministry established under the stipulations of the Federal Law (1,
1972), which sets the scope of the ministries and the ministers’ jurisdictions, and the
related laws.
- Federal Entity: Any federal authority or federal public organization.
- FAHR: The Federal Authority for Government Human Resources
- The Law: The Federal Decree of the UAE Federal Government Human Resources law
(11, 2008).
- Implementing bylaw: The Executive list of the Federal Decree of the UAE Federal
Government Human Resources law (11, 2008) and the UAE Cabinet decision nb. (13,
2010).
- The Employee: Individual employed in budgeted positions by any UAE Federal entity
and who is subject to EPMS.
- Annual performance review: This is a process which evaluates an individual’s
performance against objectives/ KPI’s set jointly with his/her line manager for the
period being assessed. These objectives will be set at the beginning of the review
period, and updated during the performance period if major changes in responsibilities
or roles occur.
- Behavioural competency framework: An inventory of anticipated skills, knowledge
and behaviours expected to be demonstrated across all Federal Government employees.
It describes competencies in behavioural terms, using indicators to help recognise the
competencies when individually demonstrated.
- Complaints and grievances: Grievance and appeal form: A form an employee can use
to appeal the result of the Annual Performance Review. ( Only if the result falls under
the category: “Improvement needed”)
- Individual Development Plan: is an individually-tailored action plan to develop
specific competencies (knowledge, skills and behavioural core or leadership
competencies), needed to improve employees’ performance in present position or to
prepare them for new responsibilities.
- Key Performance Indicators: are quantifiable measurements that are agreed upon
between the line manager and employee at the beginning of the year. At the end of the
performance management cycle, the KPI’s will help in measuring employee progress
toward individual objectives.
- Line Manager: The individual who plans and reviews the performance of an
employee.
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- Interim Review: A required meeting between the line manager and employee for the
purpose of going over the responsibilities and behaviors so that the employee knows
where they stand before the end of the evaluation period which helps him improve his
performance. This meeting should be documented and signed by both the employee
and his line manager.
- Ongoing coaching and feedback: A preventive control through continuous review
between the line manager and the employee to enhance underperformance or to support
him in achieving the previously set goals according to the duties and responsibilities
identified in the annual performance planning form.
- Annual performance planning form: It is an approved form that identifies a work
plan that sets the objectives and the indicators as well as the weighing of each
objective and the tools to measure the accomplishments, the responsibilities for each
objective.
- Weighting of objectives: present the relative importance of one objective against
another objective over the next twelve months.
- Performance improvement plan: is a 6 months improvement plan, which is
developed for those employees who have received a rating of “Improvement Needed”.
- The moderation committee: a committee established in each federal entity with the
main purpose of reviewing performance rating across departments and ensuring fair
assessment and equity of the Annual Performance Review (refer to Chapter IV of the
EPMS).
- Servicing jobs: present jobs that are relevant to public facility in the federal entitiy
including office boys
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II- Key Roles and Responsibilities
Given the comprehensive characteristics of the EPMS in terms of its application, which
requires setting the responsibilities for a proper and effective implementation by all the
federal government’s entities, it is deemed necessary to distribute the tasks and
responsibilities among stakeholders as follows:
1- Federal Authority for Government Human Resources (FAHR)
Key responsibilities include:
- Developing federal employee performance management mechanisms, processes,
policies, and procedures and provide best practices’ supporting tools;
- Developing the Federal Government Behavioural Competency Framework applicable
across the UAE Federal Government’s entities;
- Ensuring federal entities compliance with the EPMS guiding principles
- Providing support and consultation to the UAE Federal Government entities during
implementation phase;
- Collecting annual reports on employee performance management system
effectiveness.
- Developing a plan for the implementation of the EPMS, and its future revisions.
2- UAE Federal Government Ministers
Key responsibilities include:
- Acting as a sponsor and accountable for EPMS implementation;
- Providing the resources necessary for the EPMS overall implementation in their
receptive UAE federal entity/entities.
- Supervising the EPMS overall implementation in the relevant UAE federal entity.
- Directly guiding the concerned parties within the ministry to reinforce their interest in
prompting the EPMS implementation in accordance with its relevant rules and
regulations.
- Requesting that the annual statistical reports of the Employees Performance Review
should be duly handed to FAHR.
3- UAE Federal Government Undersecretaries and Director Generals
Key responsibilities include:
- Enforcing EPMS policy, processes and procedures and ensuring effective
communication to directors and employees inside the ministry or federal entity;
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- Supporting the effective implementation of the moderation process in their
departments sectors employee performance management processes by providing the
effective resources and channels for implementing them;
- Holding accountability for communicating EPMS implementation reports to FAHR.
4- UAE Federal Government Human Resource (HR) Departments
Key responsibilities include:
- Managing and owning the employee performance management system, related
policies & procedures manual, forms and the behavioural competencies framework.
- Taking a leading role and proactively getting involved during all EPMS
implementation phases to ensure accurate and effective execution;
- Providing advice and guidance to line managers during the implementation of the
EPMS;
- Facilitating and/or conducting training and awareness workshops and sessions about
the EPMS to line managers and employees;
- Liaising with FAHR and clarifying any implementation obstacles that may hinder the
effective EPMS implementation or any related issues;
- Providing annual aggregate performance reports to FAHR.
- Ensuring that all federal entities’ departments and sectors are fully committed to the
timeframe set for EPMS Cycle.
5- Line managers
Key responsibilities include:
The line managers of each federal entity are responsible for the effective and timely
implementation of EPMS within their respective department through:
- Maintaining a clear and comprehensive understanding of the EPMS amongst their
direct reports;
- Discussing and agreeing on objectives, behavioural competency profiles and
individual development plans (IDP’s) with his/her direct reports;
- Overseeing and managing the performance development of the direct reports through
the continuous and interim reviews.
- Discussing and agreeing on the performance planning and annual performance form;
- Providing individuals and teams with ongoing feedback on their performance and
measuring individual performance of employees;
- Preparing ahead for the interim reviews and keeping it documented.
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- Taking all the necessary measures and procedures for the final annual performance
review.
- Assessing direct reports objectively and recognizing his/her achieved goals.
- Complying with the timeframe set for the EPMS cycle.
6- Employees
Employees play an active role in the EPMS implementation through:
- Proposing and agreeing on the objectives and competencies, as well as their weighting
with the line manager;
- Requesting feedback from line manager, initiating dialogue, and agreeing and
implementing action plans;
- Proactively working on completion of the IDP;
- Implementing the performance plans agreed upon in accordance with the Annual
Performance Form fully, accurately and honestly;
- Asking constantly for the Line manager’s ongoing coaching and feedback.
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III- Employee Performance Management System Cycle
This chapter analyses the content of the EPMS and its phases, how to align the federal entity’s
strategic goals with the employee’s individual objectives, and how to develop an Annual
Performance Form and conduct the interim and the annual performance reviews, as well as
the role of the moderation committee and its functions. This section also features the
complaints and grievance process, and the correlation between the results of the annual
performance review and promotions, performance related pay and annual increments.
The Procedures Appendix (A), which is an integral part of the EPMS, reveals every step that
should be followed by the different stakeholders in implementing this System.
1- EPMS framework
The UAE Federal Government EPMS framework is a 3-phase cycle:
1. 1 Performance Planning
The Performance planning phase of the UAE Federal Government EPMS framework is
determined based on two main inputs:
- Each federal entity’s strategic and operational plans;
- The UAE Federal Government Behavioural Competency framework.
The performance planning phase starts during the month of January – February of each year,
in which the line manager and his employee agree on a set of objectives/KPIs, determine the
desired level of behavioural competency that the employee should achieve by the end of the
year, and document it in the annual performance form in accordance with the employee’s
grade which should be signed by both the employee and his/her line manager at this stage.
1. 2 Interim Review
The interim review phase is conducted during the month of June-July between the line
manager and his/her employee in order to review the progress towards meeting the objectives
set in the annual performance form, support and enhance the performance strengths and
identify its weaknesses, provide corrective measures when needed, and give the work process
the proper directions towards accomplishing the desired objectives and results that are
expected to be achieved by the event of the annual performance review, in accordance with
the employee’s grade.
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1. 3 Annual Performance Review
This annual performance review is the last phase of the EPMS Cycle. It starts during the last
two months of the year November – December, in which the employee’s performance
undergoes the final review and appraisal in accordance with the standards clearly established
in this EPMS and the employee’s grade.
It is worth a mention that, these three phases above mentioned are interspersed by the
Ongoing Coaching and Feedback which is necessary for guiding, directing and controlling the
completion of the goals in accordance with the Annual Performance Form. The constant
feedback aims at correcting any weak aspect in performance, reinforcing the performance
strengths and motivating the employee towards achieving the expected objectives.
This graph shows the correlation between these phases and the EPMS Cycle constituents:
Annual Performance
Review & Reward
Decisions
Performance Planning
On-going Coaching and
Feedback
Interim Progress Review
UAE FEDERAL GOVERNMENT EMPLOYEE PERFORMANCE MANAGEMENT FRAMEWORK
Objective/target setting
Behavioral competency profile
Annual performance review
Moderation process Grievance and appeal
Performance related pay Non financial recognition Promotions
Individual development plans
Managing underperformance
Informal feedback Project performance review Interim review
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1- Phase 1: Performance Planning
Prior to setting the objectives in the Annual Performance Form in accordance with the above
mentioned Form 1a and Form1b, the federal entities are requested to undertake an objective
cascading and setting process as shown below:
A- Objective Cascading
The objective cascading meeting aims at establishing a clear alignment between the strategic
goals on one hand and the Performance management on the other, as this process starts from
the top of the managerial pyramid and continues down the management chain, through all the
levels, where all managers adapt and repeat the process with their respective reports as
follows:
First: The Undersecretary meets with the Assistant Undersecretaries (reporting to him) and
reviews the organizational objectives of the strategic plan already implemented by every
federal entity in order to align these goals with the following roles and responsibilities of their
respective employees which will be issued by the Employees Performance Management, and
their strategic plan.
Second: The Assistant undersecretary in each federal entity meets with the Directors
Departments Heads reporting to him according to the organizational structure and notifies
them of the strategic plan and the determined KPIs and agrees with them on their individual
annual plan that should be aligned with the strategic plan.
Third: The Departments Heads repeat this same process by meeting with their direct reports
Unit heads managers(heads of the organizational units and departments, team leaders, or
supervisors), notify them of the strategic plan and the determined KPIs, and agree with them
on their individual annual plan.
Fourth: Consecutively, each line manager meets with his direct reports and agrees with them
on their individual plans in alignment with their key roles and responsibilities.
B- Preparing the Annual Performance Form
The annual performance plan is prepared by following these steps:
1- Objective setting: in order to prepare the Annual Performance Form, the line manager
and employee should meet at the beginning of the year and agree on the objectives and
competencies that the employee is expected to achieve by the end of the year, given that these
objectives are aligned with the S.M.A.R.T. objectives, which means they should be:
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- Specific – the objectives do not bear any ambiguity, they clearly determine what is
supposed to be achieved.
- Measurable - there should be clear and transparent measures of the objectives.
- Attainable - the target should be feasible, actionable, and reflect the government’s
ambitions for improved standards of the federal services. It must be achievable.
- Relevant: the target should reflect what the UAE Federal Government entity is trying
to achieve.
- Timely: It should be clear when the target should be delivered by.
During the objective setting meeting, each Federal Government employee will discuss and
agree on a number of key objectives conform with his grade in accordance with the number
of objectives set in Table 3 below figuring. These objectives should be recorded in the
Annual Performance Form which should be signed by both the line manager and the
employee:
Table (3): The number of Objectives for each job grade:
2- Objectives Weighting
During the objective setting meeting, each line manager must assign a weight for every
objective. The purpose of the weightings is to:
- Present the relative importance of one objective against the other objectives over the
next twelve months.
- Show to employees what the key focus areas are in their work.
If an objective has a higher weighting than any of the other objectives, then the employee will
know that this is a key objective which will ensure his success in his/her work.
Line managers should ensure that there is a balance between the objectives in a way that the
total of the weightings on the annual performance review form must add up to 100%.
Job Grades Number of Objectives
Undersecretary grade till the job grade 6
4 as a minimum
Job grade 7 and below (excluding servicing jobs)
The key job responsibilities
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These weights can be modified only before or during the interim review phase, after that they
become final.
3- Behavioral competency profile
After completing the objective setting and weighting phases, each line manager should
determine the behavioural competencies for his direct reports and the level required for each
competency based on the Behavioural Competency Framework issued by FAHR. The line
manager and his direct reports should comply with the level set for each competency in
accordance with the job grade shown in the competencies’ map table figuring below. For
further information related to the competency levels, please refer to the detailed Behavioural
Competency Framework prepared by FAHR.
Table (4): Competencies Map.
Leadership competencies Core competencies
Pro
ficie
nc
y L
evel
(PL
)
Grade
Job Category
Strategic group Results group Human Capital Group
Strategic view
People Management/ empowerment
Driving Change
Accountability Resource Mgmt
Results orientation
Customer Focus
Communication interpersonal
skills
Teamwork / networking
PL7 PL7 Undersecretary
/assistant undersecretary
Leadership roles
PL6 PL6 Special A
Senior Management
Roles
Special B
PL5 PL5 1
2
N/A
PL4 PL4 3
Supervisory Roles
4
PL3 PL3 5
6
PL2 PL2 7
Support Roles
8
PL1 PL1 9
10
2- Phase 2: Interim Review
Interim Review: All the UAE Federal Government employees are requested to undergo an
interim review in accordance with the previously mentioned annual performance review form,
through a meeting with their line managers within the framework of the EPMS Cycle. The
line managers should consider the interim review as an opportunity to communicate, motivate
and provide corrective measures if needed, in order to ensure that the result of the final
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Annual Performance review would not constitute a surprise for the employee by the end of
the year.
The interim review phase is conducted during the months of June-July between the line
manager and his/her employee in order to:
- Review the progress towards meeting the objectives set in the annual performance
form, support and enhance the performance strengths and identify its weaknesses and
provide corrective measures when needed.
- Revise and elucidate the set of desired behavioural competencies.
- Modify any objective that seems irrational or irrelevant, given that this would not be
used to cover any underperformance.
- Identify with employee any obstacles or barriers and agree on immediate actions to
resolve them.
- Plan and modify objectives for the remaining 6 months if necessary.
- Review the Objective weighting as a last chance before they’re considered final.
- Provide the HR with a copy of the completed Interim Review Form.
3- Phase 3: Annual performance review
A- Review Processes:
The annual performance review is constituted of 2 processes:
1- The Annual Performance Review of Objectives
The Annual performance review is conducted for each Federal Government employee by the
same line manager who was responsible for carrying out the performance planning phase and
using the annual performance form agreed upon and signed at the beginning of the EPMS
cycle and the interim review.
During the annual performance review meeting, the line manager and the employee discuss
the progress on the individual’s performance and behaviours, and the achieved objectives.
The annual performance review will ensure an overall reviewing of the performance even if
the focus would be on the areas that need improvement.
Therefore, the line manager and the employee should jointly agree on the performance rating
taking into account the interim review.
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Given the importance of this phase, the overall performance rating should be supported by
comments and justification, strengths and areas for developments required to bridge the
technical and behavioural gaps and overcome any obstacle. This should be recorded in the
form 3a or form 3b, in accordance with the job grade.
At the end of the EPMS cycle, the employee’s individual objectives or tasks will be assessed
on a 4-point scale as illustrated below:
Table (5): Objectives and tasks rating scale
Points Rating Objective Level
4 Substantially
Exceeds
Expectations
Proficiently and effectively achieved the objectives
throughout the whole year more than %100.
Exceeded substantially the standards and ratio for his/
her objectives.
Achieved more than the objectives agreed upon in the
annual performance form
The achieved objectives had a significant impact on
the business in this entity
He/she initiated suggestions that were taken into
consideration and implemented in his entity
3 Exceeds
Expectations
Proficiently and effectively achieved his/ her
objectives (%100-80)
Achieved the standards and ratio for his/ her
objectives.
The achieved objectives had a positive clear impact
on the business in his/her department.
He/she initiated with positive suggestions
2 Meets
Expectations
Employee performance consistently met most of the
objectives. The most critical annual objectives were met
(%80-60).
1 Needs
Improvement
Employee performance consistently below average
performance where standards were not met in most essential
areas of responsibility less than %60, and his/her
performance needs improvement in order to reach to the
required level
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2- The annual Performance review of behavioral competencies
Like the case for Annual performance review of objectives, the review of competencies is
conducted for each Federal Government employee by the same line manager who was
responsible for carrying out the performance planning phase using the annual performance
form agreed upon and signed. During the annual performance review meeting, the line
manager and the employee discuss the progress on the employee’s achievement of his goals
and roles, based on the Behavioural Competency Framework which is issued by FAHR and
considered as an indicator that reflects the extent to which the employee has achieved the
indicators determined for each competency and proficiency level. The line manager should
refer to the Behavioural Competency Framework in order to clearly understand the content of
the competencies as well as their levels, before undertaking the review process. The employee
will be also assessed against a 4-point scale for assessment of competencies as illustrated
below:
Table (6): Objectives and tasks rating scale
Points Rating Objective Level
4 Substantially
Exceeds
Expectations
The employee exhibits all behavioural indicators
which meet the required proficiency level for his/her
job. (S) he also exhibits all competency which by far
exceed the specified level for his/her job and required
at the next proficiency level.
He/she was not subject to any corrective measures.
3 Exceeds
Expectations
The employee exhibits all behavioural indicators
which meet the agreed required proficiency level for
his/her job and exhibit some behaviours which exceed
the specified level for his/her job in several
competency of the next level.
He/she was not subject to any corrective measures.
2 Meets
Expectations
The employee generally exhibits most of the
behaviours indicators required for his/her current job
level. No additional behaviours are demonstrated.
1 Needs
Improvement
The employee lacks the majority of the behavioural
indicators required for success in his/her job. This
may result in significant inefficiencies or issues that
negatively impact the work or the team. Improvement
is required in most critical behaviours.
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With the given importance of the employee’s behavioral competencies review, the line
manager should constantly monitor the employee’s performance and document his
observations throughout the whole evaluation year as he deems appropriate. These
observations should be in writing and should show the nature and date of the remarks, which
enables the line manager to discuss them with the employee in a later phase during the
evaluation process as they would consist a tangible evidence of the employee’s adherence or
non-adherence to the desired behavioral competencies as opposed to the previously agreed
upon in the Annual Performance Form.
By the end of the review process, both the line manager and the employee should utilize the
review’s results as the basis of the IDP in accordance with the learning and development
policy.
FAHR will be issuing a guide that highlights the basic foundations of the competencies
measurement and the adequate solutions to remedy the weaknesses revealed by the
competency review.
B- Performance Rating
After completing the employee’s review- in accordance with the 2 above mentioned
processes- the review rating should be signed by the employee. This signature does not show
his acceptance of the result, but rather that he has been informed of such. The ratings are
calculated as follows:
- Overall objective score: is calculated by multiplying the performance rating point by
its relevant weight independently. The outcome is added up and the sum of all
products is taken.
- Overall competency score: is an average of the competency score calculated by
adding up each competency score divided by the number of competencies stated at the
Annual performance Form.
- Overall performance rating: The overall objective and competency scores are
multiplied by their relevant weighting as shown in table 7 and the sum of both is the
overall performance rating,
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Table (7): the weighting guidelines of the objectives and competencies:
Job Grades Objective Weight Competency Weight
Leadership Roles
Undersecretary / DG
Assistant Undersecretary / CEO
%06 %06
Special A to Grade 2
%06 %06
Grade 3 and below (excluding the servicing
jobs like office boys, drivers, etc…) %06 %06
It is worth a mention that, after completing the rating calculations, the line manager should
submit these ratings to the Department Head for approval as well as to the senior director
above the latter in the next level of hierarchy if the ratings fall in the category “Exceeds
Expectations” and above, or in the category “Needs Improvement”, for approval prior to their
submission to the Moderation Committee.
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IV- Moderation, Complaints and Grievances
1- Moderation process
All employees’ performance ratings should be moderated within the UAE Federal
Government entity to produce fair assessments across departments. The moderation process
occurs after the annual performance review meetings are conducted and before
communicating the final performance rating to employees.
The purpose of this process is to align the ratings of all employees’ performance within the
same Federal Government entity.
Each line manager will present the overall performance ratings of his/her direct reports,
supported by evidence, and questions will be raised to ensure that the same performance
rating guidelines are being applied to all employees.
The moderation process will be conducted by a “moderation committee”, which will be
established in each federal entity and presided by the Undersecretary or the Director General,
having the HR Director and the assistant undersecretaries as members. The main purpose of
the moderation committee is to review performance ratings across departments and ensure fair
assessment and equity. The outcome of the moderation meetings will be considered the final
performance rating of each employee.
The moderation process is facilitated and managed by the HR Director. The line manager
takes responsibility for communicating the final performance rating to his/her employees.
The federal entities should distribute the employees’ performance rating ensuring they do not
exceed the percentages stated according to the guidelines below:
Table (8): The Distribution of Performance Ratings
% of employees Performance rating
0 – 5 % Substantially Exceeds Expectations
0 – 10 % Exceeds Expectations
80 – 100 % Meets Expectations
0 – 5 % Needs Improvement
The performance distribution percentage varies between the federal entities based on the
organizational KPIs and the government rating for the federal entity performance results. The
performance distribution guideline is necessary to ensure realistic distribution of performance
ratings and to reflect the overall entity’s performance.
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2- Complaints and Grievances
The UAE Federal Decree (11, 2008) of the UAE Federal Government Human Resources law
ensures the employee’s right for grievance and appeal. Based on this law, an employee who has
received a performance rating of “Needs Improvement” can disagree with this overall
performance rating, and has the opportunity to appeal this rating by following these
guidelines:
- The employee may submit the grievance request to his/her line manager within 5
working of receiving the appraisal results. (Please refer to G&A form 4).
- The Line manager should discuss and try to solve the grievance matter with the
employee. If the employee is convinced with the result, the G&A form should be
signed by both parties and kept in the records. If they agree on modifying the appraisal
rating, the G&A is signed by the employee and the line manager in addition to the
Department Head, with the mention of the modification justifications, and is submitted
to the HR Director for the necessary further action.
- If a satisfactory settlement is not reached, the employee can submit the G&A form to
the next hierarchal level’s director within 5 working days. This director has to convey
his reply in writing within 10 working days (after discussing this issue with the HR
Director).
- Finally, the employee may appeal the senior Director’s reply within 5 working days by
sending it to the minster, or his representative, who shall respond within a month from
receiving the G&A Form. The decision of the minister is considered final.
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V- Performance related rewards and Training & Development Policies
1- Annual Increments and Promotions
Based on the outcome of the moderation meeting, the HR Director distributes final
employees’ performance rating to line managers. Line managers shall communicate the final
performance results to their employees.
The UAE Federal Government entity recognizes and commits to reward high/exceptional
performers in accordance with the EPMS and as figuring in the table (9). The reward is in
form of pays or promotion subject to each Federal Government entities’ annual budget and
regulations of the UAE Federal Government Law 11, 2008 and its Implementing bylaw.
Table (9): Performance Related Rewards:
Overall
Performance Rating
Annual Increments
(becomes part of the basic salary
and paid monthly)
Promotion *
Substantially Exceeds
Expectations as per Implementing bylaw
Eligible for exceptional job
promotion or financial
Increment
Exceeds Expectations as per Implementing bylaw
Eligible for normal job
promotion or financial
Increment
Meets Expectations as per Implementing bylaw Eligible for Financial Increment
Improvement Needed Not eligible Not eligible
* Promotions are subject to each Federal Government entity’s annual budget and regulations of the
UAE Federal Government HR law and its Implementing bylaw.
In accordance with the above mentioned UAE Federal Government Decree 11, 2008, and its
Implementing bylaw, the exceptional job promotion of an employee to 2 grades higher should
be governed by the following principles:
a- The job for which the employee is being promoted to should be vacant.
b- The Job title, objectives and responsibilities are different and higher than those he
assumed previously.
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c- The employee’s performance received the rating “Substantially Exceeds
Expectations” for 2 subsequent years.
d- The employee was not subject to any corrective measures, or these latter have been
negated in accordance with the article 94 of the UAE Federal Government law 11,
2008,
As for the job promotions, they are governed by the stipulations of the UAE Federal
Government Human Resources law and its Implementing bylaw, in addition to the same
above mentioned criteria and conditions, with the exception of article (c) as the employee’s
performance rating should be “Exceeds Expectations” for 1 previous year.
According to the above mentioned table, the increments are directly linked to the Performance
appraisal results/ ratings, therefore they differ from one year to another, i.e if the employee’s
performance “Meets Expectations”, he /she may be eligible to an increment based on the
following:
- Employees may be eligible for an increment in accordance with the article 31 of the
Implementing bylaw of the UAE Federal Law if they receive the following ratings:
“Substantially Exceeds Expectations”
“Exceeds Expectation”
“Meets Expectations”
Employees with a performance that “Substantially Exceeds Expectations” may receive
exceptional or job or financial Increment, while employees with performance that
“Exceeds Expectations” may be eligible for job or financial Increment, and employee with
a performance that “Meets Expectations” for a financial Increment.
- Employees with an “Needs Improvement” rating do not receive any increment or
financial rewards, and are requested to communicate with their line managers in order
to develop their IDP.
- Employees are eligible for the increment at the beginning of January or the following
July, after at least one year from their employment date.
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- Employees who resign before or during the Annual Performance Review, or during
the reward decision phase are not eligible for any performance related increments,
promotions.
2- Non-financial Incentives
Based on the UAE Federal Government Human Resources law, non-financial incentives may
be awarded throughout the year to employees who contributed in exceptional achievements.
Federal Government entities may adopt the following schemes for rewarding their employees:
- A certificate of recognition from the Minister during an event of the federal entity.
- Nominating the employee for “Emirates Government Excellence Award”.
- Public appreciation of the employee’s effort in public events
- Declaring him/ her the “employee of the month or year”.
- Offering gifts
- Any other appreciation ways that the entity deems appropriate
3- Annual Rewards:
In coordination with the Ministry of Finance, FAHR suggests an annual reward system which
is directly linked to the EPMS, and is issued by a UAE Cabinet decision.
4- Individual development plans
During the annual performance review process, the line manager and the employee identify
behavioural and skills-related gaps, which are identified as areas for development.
The areas for development identified in the Annual Performance Form are the basis for
developing the IDPs and will be linked to the learning and development policy issued by
FAHR.
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VI- Managing Underperformance and General
1- Managing Underperformance
Employees who are rated in the category of “Needs Improvement” are considered as low
performers and low potentials. The line manager should meet with the employee to discuss
reasons for underperformance:
1. A clear performance improvement (PIP) plan should be developed with the employee
for a duration of 6 months (refer to Forms), which:
- reflects an understanding of performance expectations and what is to be
achieved over the specified time period (performance improvement milestones).
- clarifies roles and responsibilities of the employee
- includes strategies for training and career development
- includes timeframes for performance improvement
- reinforces the value and worth of the role being performed.
2. The line manager should monitor the employee’s performance and continue to provide
ongoing feedback and coaching.
3. By the end of the coaching and monitoring phase of 6 months, a performance review
meeting should be scheduled to review and discuss the employee’s performance. This
enables both parties to acknowledge that the issue has been resolved or reinforce
existing issues. In case performance has not been improved, a formal written warning
will be issued and an additional 6 months of coaching and monitoring is granted. If the
employee’s performance is not improved after these 6 months, the line manager might
consider more serious actions including:
- re-assignment to another position that better suits his capabilities.
- ultimately if the issue cannot be resolved, termination of employment might be
considered due to the employee’s performance inadequacy and incompetency,
in accordance with the stipulations of Article 101 of the decree law 11, 2008.
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2- General Instructions:
1. In addition to the above mentioned exception in the EPMS Scope, all jobs that fall
under the servicing job categories (Coffee servicing, drivers, etc… ) do not follow this
EPMS, thus their respective federal entities should evaluate these categories in the
best methods that relate to their type of work.
2. Employees with temporary contracts are given specific responsibilities and objectives
that they should follow from the beginning of the contract, along with continuous and
interim reviews in accordance with the stipulations of this EPMS, in order to evaluate
their performance to determine whether a permanent job contract could be signed with
them upon the end of their temporary contract, given that no time elapses between the
two contracts. In case the employee will not be appointed permanently, the review and
evaluation procedures shall be stopped.
3. Part time employees are also subject to the EPMS, and their performance related pays/
increments are calculated in percentages against the number of working hours and
their grades.
4. Employees working on specific projects have their annual performance review
completed by both their line managers and their project managers.
5. In case the line manager, and for any given reason, is unable to complete the
employee’s performance management cycle, the individual who takes on the line
manager’s responsibilities is requested to duly accomplish this task.
6. In case the employee’s status changes during the year through a transfer, delegation or
secondment, he is required to review his objectives. Furthermore, if the changes are
directly related to the core of his responsibilities (for business reasons), he is required
to reformulate his objectives accordingly.
7. If the grades or responsibilities of the employees are changed before the elapse of 3
months from the beginning of the evaluation year, their evaluation will be according to
their new responsibilities or grade, whereas if these changes occur after the elapse of 3
months from the beginning of the evaluation year, their evaluation will be based on
both their previous and their new responsibilities, and their previous line managers
should collaborate with their new line managers in preparing their Annual
Performance Review, while using the proper forms for the new responsibilities
accordingly.
8. Sector specific roles are evaluated and reviewed according to their specific evaluation
tools.
FAHR issues a specific list for the evaluation of the on shift-basis employees, in
accordance with this EPMS. Subject to change
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9. The Appendix A: Competencies Framework is considered an integral part of the
EPMS and they are both interpreted together, to which FAHR shall incorporate the
changes whenever needed.
10. FAHR may modify or develop new forms whenever needed.
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The EPMS Appendix
Appendix A: Competencies Framework for UAE federal government employees
Appendix B: Forms
- Annual Performance Form
- Complaints and Grievance Form
- Individual Development Plan – IDP
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The overall Performance Rating Calculations
Example:
Based on employees’ performance results, the following ratings were achieved for each
objective and each competency:
Objective Weighting Rating Points Weighted
Calculation
Objective /
Responsibilities 1
40% Substantially Exceeds
Expectations
4 4 X 0.40% = 1.6
Objective /
Responsibilities 2
20% Substantially Exceeds
Expectations
4 4 X 0.20% = 0.8
Objective /
Responsibilities 3
20% Exceeds Expectations 3 3 X 0.20% = 0.6
Objective /
Responsibilities 4
10% Meet Expectations 2 2 X 0.10% = 0.2
Objective /
Responsibilities 5
10% Meet Expectations 2 2 X 0.10% = 0.2
Overall Objectives Score 3.4
Rating Exceeds Expectations
Competency Rating Points
Competency 1 Exceeds Expectations 3
Competency 2 Exceeds Expectations 3
Competency 3 Meets Expectations 2
Competency 4 Meets Expectations 2
Competency 5 Improvement Needed 1
Competency 6 Improvement Needed 1
Total Points 12
Overall Competency Score 2.2
Rating Meets Expectations
Based on the above, the objectives score for an employee (grade 5) is a rating of 3, which
corresponds to “Exceeds Expectations” and competency score is 2, which corresponds to
“Meets Expectations”:
Overall rating of objectives: 3.4X (the objective weight for grade 5 as per table 7) 40% = 1.4
Overall rating of competencies: 2 X (the competency weight for grade 4 as per table 7) 60% =
1.2
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Overall Performance Rating: 2.6, which is rounded to 3.
If the overall score has a decimal number as per the above example, then the figure shall be
rounded as follows:
Range between 0.1 – 0.49 rounded down (e.g. 2.2 will be 2)
Range between 0.5 – 0.99 rounded up (e.g. 2.8 will be 3)
Based on the decimal ranges identified above, the overall performance rating will rounded to
3, which corresponds to “Exceeds Expectations”.
